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Frequently
Asked
Ques6ons

5.
perkinswill.com 5
HELLO!
MARK RHEIN ANN PETERS
Director,
Learning and
Development
Perkins+Will
Manager,
Learning and
Development
Perkins+Will

6.
THRIVE
REIMAGINING
PERFORMANCE
CULTURE

7.
perkinswill.com 7
TODAY
ABOUT
US
BUSINESS
NEEDS
TESTIN
G
NEXT
STEPS
Perkins+Will Why the change? What we’ve
learned
Communication

8.
perkinswill.com 8
ABOUT THE FIRM
AREAS OF
PRACTICE
DISCIPLINES OUR TEAM OF 2,000
TALENTED STAFF
Atlanta
Boston
Chicago
Dallas
Hamilton
Houston
Los Angeles
Miami
Minneapolis
New York
North Carolina
San Francisco
Seattle
Toronto/Ottawa
Vancouver
Washington DC
Dubai
London
Sao Paulo
Shanghai
Corporate
Corporate + Commercial + Civic
Cultural
Healthcare
Higher Education
Hospitality + Mixed-Use +
Residential
K-12 Education
Science + Technology
Sports + Recreation
Transportation
Architecture
Branded Environments
Interiors
Landscape Architecture
Planning + Strategies
Urban Design

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9perkinswill.com
We believe that
design has the power
to positively transform
people and the planet.

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WE ARE…
OUR
PEOPLE
OUR PROJECT
TEAMS
OUR
LEADERSHIP
OUR
BELIEFS
Passionate
Creative
Active
Curious
‘Beautifully Nerdy’
Diverse
Fast paced
Collaborative
Multi-disciplinary
Led by a Project Manager
and Design Principal
Less Corporate Structure,
more collective leadership
Entrepreneurial
We think global and act
locally in our offices
Social + environmental
responsibility
Focus on Health + wellness
Design has the power to
transform lives and enhance
communities

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11perkinswill.com
BUSINESS
NEEDS

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WHAT WE HEARD
Employees and leaders agree
Employees feel they received meaningful feedback (3.6/5)
Leaders feel they provided meaningful feedback (3.6/5)
87%
Employees want feedback
more than once a year
At least twice a year At least four times a year
More focus on
conversations
Comments reflect the desire to
focus more on goal-driven
conversations and less on writing
and ranking competencies.
62%
. . .

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HYPOTHESIS
THROUGH MORE AND BETTER CONVERSATIONS AND CONNECTIONS WE
HAVE THE OPPORTUNITY TO…
1
Build better
relationships
.
3
Improve employee
recruitment,
engagement, and
retention.
2
Improve employee and
firm performance.

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CURRENT STATE
EMPLOYEES WANT
FEEDBACK MORE
THAN ONCE A YEAR
MORE FOCUS
ON
CONVERSATI
ON
MERIT OR
BONUS
ANNUAL
FEEDBACK
JANUARY DECEMBER

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15perkinswill.com
Imagine waiting until the end of the year to get a
summary of your Fitbit step count. The information
obtained wouldn’t be as timely or relevant, and it
certainly wouldn’t change much behavior.
Kris Duggan
CEO at Betterworks

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1. TIMING AND FREQUENCY
The future
JANUARY DECEMBER
CHECK-IN
1
CHECK-IN
2
CHECK-IN
3

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1. TIMING AND FREQUENCY
The future
JANUARY DECEMBER
TOUCH
POINT
CHECK-IN
1
CHECK-IN
2
CHECK-IN
3

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1. TIMING AND FREQUENCY
The future
THE
APPROACH
WHAT IT LOOKS LIKE FREQUENCY + TIMING
Touchpoint
• 15 min. stand-up meeting
• Quick verbal feedback
• E-mail accolade
• Group meeting/coaching
• Shout-out in a team meeting
• Grab a cup of coffee
Depends on the role and
professional experience
Check-In
• Deeper feedback, career, and development
• 2-Way conversations
• Future-focused
• Employee-driven
Recommend
3x / year

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2. ROLES AND RELATIONSHIPS
MY ROLE AS A PARTNER
(EMPLOYEE)
MY ROLE AS A CHAMPION
(SUPERVISOR)
• I seek feedback and use it to get better. • I provide insight on performance
• I share what matters to me and will help me
in my future.
• I help people achieve and do things in the future
that they couldn’t have done before.
• I ensure my work is worth the effort
and focus on results.
• I am consistent with who and how I provide
recognition for individuals and teams.

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3. FOCUS AREAS
DEVELOPM
ENT
CAREER
FEEDBACK
“Where I want to go;
what I aspire to”
“What I’m good at;
where I need to
improve”
“What and how I will
grow and learn”

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21perkinswill.com
TESTING

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OVERVIEW
What + Why To try a new approach to performance management and collect feedback in order to validate and make changes.
Who 70+ pairs across the firm who represent a diverse group of roles, disciplines, and experience levels.
When July – September
How
Step 1 ü Select pairs
Step 2
ü Kick-off and skill development of pairs
ü Baseline/pre test survey
Step 3
ü Pairs complete 1 check-in and multiple touch-points
ü HR + LD periodically check progress
Step 4
ü Closing session
ü Post test survey
Step 5 ü L+D analyzes and communicates results

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perkinswill.com 23
TESTING
WHAT +
WHY
WHO WHEN HOW
• To try a new
approach
• Collect feedback
• Validate and make
changes.
70+ Champion/Partner
pairs across the firm
July – September 1. Select pairs
2. Kick-off and skill development
3. Baseline/pre test survey
4. Pairs complete 1 check-in and
multiple touch-points
5. HR + LD check progress
6. Closing session
7. Post test survey
8. Analyze + communicate
results

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perkinswill.com 24
TEST THEMES
WHAT WORKED: “Based on your experience as a tester, what insights do you have?”
CONVERSATIONS
‐ “THRIVE encourages different and better conversations
(goals, career, frustrations).”
‐ “I literally was able to address a performance and
development need that I wouldn’t have otherwise.”
RELATIONSHIPS
‐ “This brought my current reviewer and me to a new
level.”
‐ “I didn’t know my Champion/Partner, but now I do!”
CLARITY + FOCUS
‐ “I know with whom to work and discuss issues.”
‐ “The THRIVE framework helps me know what to do.”
COMMUNICATIONS + REMINDERS
‐ “Regular ‘nudges’ and communication keep THRIVE
front and center.”

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TEST THEMES
THINGS TO CHANGE/IMPROVE: “Based on your experience as a tester, what insights
do you have?”
STRUCTURE
“We appreciate the flexibility but a little more
guidance on approach would help.”
“Some simple technology would be helpful to
record progress.”
PAIRINGS
“How long should Champion/Partner be paired?”
“Give guidance when Champion/Partner don’t
work directly together.”
REINFORCE ROLES + RESPONSIBILITIES
“Provide us with reminders of what each role should do and how held accountable.”

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COMMUNICATION

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STAKEHOLDER ANALYSIS
• CEO
• CTO
• Office Leadership
• HR Managers
• Principals
• Associates
• Employees
Keep Satisfied Manage Closely
Monitor
(Minimum Effort)
Keep Informed
POWER INTEREST
High
HighLow
Low

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COMMUNICATION PLAN
• Treat it like a new product launch
• Be creative
• Have fun with it
• Humanize it (less corporate feel)
Fun intro
video
Staff
meetings
Happy
hour!
E-mail
teasers

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LESSONS LEARNED
• Analysis is Critical
• Involve Your Audience
• Best Practices and Other’s Success are Helpful,
But…
• HR and L+D’s Role
• Have Fun

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SUMMARY
THRIVE WILL IMPROVE EMPLOYEE ENGAGEMENT + PERFORMANCE
THROUGH
• More connections throughout the year
• Broader conversations: Performance/Feedback, Development,
Career
• A simple framework and support tools

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perkinswill.com 31
CONTACT
MARK RHEIN ANN PETERS
Mark.Rhein@perkinswill.com Ann.Peters@perkinswill.com

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32perkinswill.com
THANK YOU

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